UNIVERSITY HOSPITALS OF LEICESTER NHS TRUST PAGE 1 OF 2 Board Intelligence Hub template UHL Emergency Performance Author: [Richard Mitchell] Date: [Thursday 4 June 2015] Executive Summary Paper S Context Although non-compliant, emergency performance has improved from last year but UHL remains under pressure because of the continuing and unseasonably high levels of attendance and admissions. We (UHL) need to work more effectively with Leicester, Leicestershire and Rutland partners (LLR) to resolve this key problem. Questions 1. What more can UHL do to resolve this problem? 2. What more can our partners do to resolve this problem? 3. Besides trying to resolve the high levels of attendance and admissions what else does UHL need to focus on? Conclusion 1. We need to work more effectively on gaining greater control of the front door function. This may involve working with partners outside of LLR who have previous experience of resolving a similar problem. 2. CCG partners need to work more effectively on identifying the attendance/ admission avoidance schemes that are working in parts of the health economy and then need to develop an urgent plan to roll them out across the health system. 3. Out of hours ED performance remains to variable and is a key part of our UHL improvement plan. Input Sought We would welcome the board’s input regarding the pace and scale of change in the attendance and admission avoidance schemes.
Transcript
U N I V E R S I T Y H O S P I T A L S O F L E I C E S T E R N H S T R U S T P A G E 1 O F 2
High This is being mitigated by the Glenfield action plan.
Action Action Status OwnerCompletion
Date
Ensure there is PCC (primary care coordinator) support at Glenfield to match AMU at LRI4. On track Sam Leak 13/05/2015
Review nursing rotas and working practices to ensure that patients are triaged within 15 minutes4. On track Lisa Graham 03/06/2015
Design a robust system to ensure that patients receive clinical assessment within 60 minutes 4. On track Catherine Free 03/06/2015
Design a robust system to deliver cardiology consultant review within 14 hours to 95% of patients 2. Significant delay
– unlikely to be
completed as
planned
Jan Kovac 03/06/2015
Design a robust system to deliver respiratory consultant review within 14 hours to 95% of patients 4. On track Kim Ryanna 03/06/2015
Increase numbers of monitored cardiology beds in base wards 2. Significant delay
– unlikely to be
completed as
planned
Jan Kovac 30/06/2015
Improve computer access and reduce overcrowding in CDU to reduce delays 4. On track Kim Ryanna 30/06/2015
Develop SLA with CSI to optimise therapy cover in CDU to reduce discharge delays 4. On track Jodie Billings 30/06/2015
Improve imaging access to match AMU /AFU to reduce discharge delays4. On track
Dan Barnes/Cathy
Lea 30/06/2015
Improve pharmacy support for CDU out-of-hours, to reduce discharge delays 4. On track Bhavisha Pattani 01/07/2015
13. Dependency on nurse in charge and doctor in charge
Evidence of Issue Likely Impact of Actions Comments
Anecdotal – similar inflow / occupancy profiles result in very
different performanceLow
Situational awareness and SOPs will support NIC & DIC
however difficult to eradicate individual differences
Action Action Status OwnerCompletion
Date
UHL-ED11: Co-design with ED staff a process for having (?hourly) Situational Awareness updates from
all ED areas to help with timely escalation4. On track Ben Teasdale 28/05/2015
14. Transfer ambulances
Evidence of Issue Likely Impact of Actions Comments
Within ED
c.3% of ED attendances require a transfer – this equates to 9
per day
EDU Awaiting Transfer pathway shows an average of 70 people
per month with an average LoS of 2 hours.
Anecdotal evidence of very long waits e.g. 4 hrs, 7 hrs
Transport breaches due to waiting for transport were minimal
in 2014 data; the biggest effect is likely to be in taking away
EDU capacity
Within AMU/AMC
Anecdotal - Delays getting GP patients to AMC with 4hr
ambulances
Within Base Wards
Booking ambulances using the discharge lounge causes delays
due to process and batching
ED – Low For ED
This is further compounded by the fact that often ED patients
waiting for transfer are not accepted by the Discharge
Lounge. No action is addressing the constraint this poses.
For AMU/AMC
If 1 hour contract implemented fully this would have a
significant impact on attendance pattern
For BW
Base ward staff being trained to book patient transport using
the Arriva online booking system.
AMU/AMC – Medium
BW – Medium
Action Action Status OwnerCompletion
Date
UHL-BW9: Review transport booking process to reduce discharge delays 4. On track Julie Dixon 30/06/2015
UHL-ED1: Work with EMAS and CCGs to introduce CAD+ as the sole data set to monitor ambulance
handovers4. On track Rachel Williams 30/05/2015
16. Skill mix
Evidence of Issue Likely Impact of Actions Comments
LowLittle in immediate term that can address. Need to explore
investing in alternative roles e.g. ACPs
Action Action Status OwnerCompletion
Date
UHL-ED12: Look at each stream within the ED separately to determine if their independent staffing
patterns can cope with 85 percentile of activity (including number of staff, skill mix and rotas) to
increase robustness of staffing cover
4. On track Ben Teasdale 30/06/2015
17. Resus (excessive activity)
Evidence of Issue Likely Impact of Actions Comments
Average Resus occupancy for Dec was 8. LowOngoing capacity constraints in ITU, HDU & ACB makes
changes in ED of minimal effectiveness
Action Action Status OwnerCompletion
Date
UHL-WHR8: Explore use of anaesthetists to support airways instead of ITU 5. CompleteTBC 30/06/2015
Action
reference
number
Actions KPI trajectoryAction lead within the
organisation
Delivery date /
Next ReviewDelivery Status
Comments on delivery of the action, where closed what
follow up actions are required
UHL-AMB2 Establish current use of existing ambulatory care pathways in order to baseline performance
and measure improvements
Reduce admissions by 10% Catherine Free 06/05/2015
06/06/20154. On track
Initial baseline complete. Further meetings needed with each service
to understand coding and refine.
Agreement that method for tracking delivery is reduction in
admissions relating to targetted HRGs.
UHL-AMB1 Design and implement a headache and post fit pathway for EDU to reduce admissions Reduce admissions by 10% Catherine Free 27/05/2015
2. Significant delay –
unlikely to be
completed as planned
Headache pathway finalised and is being communicated to relevant
staff. Post fit pathway in development. Both pathways due for roll out
end of May.
Update on 18/5: Final stages for headache pathway are upload onto
intranet and signoff of patient information leaflet
Update on 26/5: Awaiting finalisation of content for patient
information leaflet from Martin Wiese ahead of uplodading. Post fit
pathway due at consultant meeting this week - if signed off ready for
implementationUHL-AMB3 Produce ambulatory pathway repository for UHL staff and GPs to increase use of existing
pathways
Reduce admissions by 10% Catherine Free 27/05/2015
2. Significant delay –
unlikely to be
completed as planned
Existing directory located. All services listed on directory being
contacted to provide updated information. New services identified
for inclusion in directory.
Update on 26/5: This is a larger piece of work than anticipated due to
need to meet with each service. This is on track for sharing with the
GPs at event on 23rd June and being finalised following this.
UHL-AMB4 Establish neurology ambulatory clinic to increase capacity in the AMC to treat GP referrals Reduce admissions by 10% Catherine Free 24/06/2015
4. On Track
Feedback session from initial trial held 28/04/15. Next steps are to
review registrar rota and confirm space requirements.
Update on 12/5/15: staffing available for M-T and Friday AM.
Working on staffing for Friday PM. Agreement at EQSG of need to
clear Bay 0 for clinic.
Update on 18/5/15: 1 registrar has resigned. This should not impact
go live date.UHL-AMB5 Work with CDU to develop ambulatory clinic to streamline flow through department Reduce admissions by 10% Catherine Free 30/06/2015
4. On track
Exploring potential staffing models.
18/5/15: Paper submitted for discussion at respiratory consultant
meeting on 29/5UHL-AMU6 Simplify discharge letters to reduce discharge delays 10% reduction in length of stay of
patients
Lee Walker 29/04/2015
20/06/2015
4. On track
Simplified TTOs received push back from various stakeholders. This
was taken to EQB w/c 4/5
Update on 12/5/15: No decision taken at EQB. Providing further
information for group to be able to make decision
Update 14/05: further conversations with UHL MD and exploring
possibility of redesigning digital layout of TTO form
Update 26/5: template being trialled on AMUUHL-AMB6 Trial AMB score on CDU Catherine Free 01/05/2015
5. CompleteAMB score trialled for one day on CDU. 8 patients seen, or which 7
were seen, treated and discharged within 4 hours.
UHL-AMU3 Introduce EDIS as a discharge tool on SSU to decrease transfer delays from AMU Increase in the proportion of
discharges between 8am and 12pm
Lee Walker 11/05/2015
5. Complete
EDIS now live. Awaiting log in details for staff, training and process for
transfer (pull from SSU vs push from AMU)
Update on 12/5/15: EDIS live and staff have log in profiles. Meeting
booked with flow coordinator manager to discuss transfer process.
UHL-AMU2 Refine escalation policy for AMU as part of the whole hospital response to improve flow
through department
Increase the proportion of GP bed
referrals going directly to AMU to
70%
Lee Walker 27/05/20152. Significant delay –
unlikely to be
completed as planned
Escalation policy is in draft form - to be shared with AMU staff at flow
workshop on 9/6. Will be ready for EQSG sign off following this.
UHL-AMU7 Implement Ambulance/Transport service to convey GP referrals that need to attend within 1
hour of GP request for transport to increase the utilisation of the AMC
Increase the proportion of GP bed
referrals going directly to AMU to
70%
Julie Dixon 13/05/20152. Significant delay –
unlikely to be
completed as planned
Trial of UHL ambulance crew bringing in GP referral patients
unsuccessful due to requirement for technical crews. Discussions with
EMAS revealed issue to be with GP understanding of criteria. Will aim
to address at GP Event on 23/6
UHL-AMU1 Improve the discharge process on AMU and utilisation of AMC to reduce the time from bed
request to bed allocation
Time from bed request to bed
allocation/Time from decision to
discharge to discharge
Lee Walker 24/06/2015
4. On Track
Initial flow workshop held - next workshop scheduled for 19/5/15.
Focus is on Junior Doctor working practices, nurse co-ordinator role,
therapy input.
Update 26/5: Second flow workshop held - Junior Doctor handbook
updated, nurse coordinator role clarified, communication sent to
Senior Registrars regarding decision making overnight, feedback of
successful therapies trial on AMU. Next workshop schedule 9/6 to
include update on sitting patients out and AMU escalation plan
UHL-AMU4 Decrease LoS on SSU by 10% to increase throughput of patients through unit (Baseline LoS
2.8 days)
10% reduction in length of stay of
patients
Lee Walker 24/06/20154. On Track
SSU pathway updated to exclude Dementia patients.
Action
reference
number
Actions KPI trajectoryAction lead within the
organisation
Delivery date /
Next ReviewDelivery Status
Comments on delivery of the action, where closed what
follow up actions are required
UHL-AMU5 Improve BB processes to reduce the proportion of GP referrals going directly to ED Increase the proportion of GP bed
referrals going directly to AMU to
70%
Julie Dixon 27/06/2015
4. On track
Session between GPs and Acute Physicians being organised to
communicate current services and assess need for alternate services
UHL-AMU8 Recruit to two Consultant vacancies on Acute Medical rota to ensure consistent 7 day early
morning Consultant cover to facilitate morning discharges
Increase in the proportion of
discharges between 8am and 12pm
Lee Walker 15/07/2015
1. Not yet commenced
UHL-BW8 Review bed bureau processes to reduce discharge-delays Reduce Los by 10% Julie Dixon 30/05/20154. On track
Engagement with community providers in place
UHL-BW2 Increase the accuracy of recorded discharge time to capture and encourage early discharges Increase in the proportion of
discharges between 8am and 12pm
Ian Lawrence 30/06/20152. Significant delay –
unlikely to be
completed as planned
This impacts upon BW1-3. Need more clarity as to next steps.
UHL-BW3 Implement "real-time bed state-'light' " to capture and encourage early discharges Increase in the proportion of
discharges between 8am and 12pm
Jane Edyvean 30/06/20152. Significant delay –
unlikely to be
completed as planned
This impacts upon BW1-3. Need more clarity as to next steps.
UHL-BW4 Implement the 'home first' principle to reduce discharge delays Reduce number of patients with
length of stay greater than 10 days
Julie Dixon 30/06/20154. On track
Being achieved through D2A work and conference calls. Also ties in
with proposed frailty stream.
UHL-BW5 Review internal processes (including discharge 2 assess) to reduce discharge delays due to
internal processes
Reduce number of patients with
length of stay greater than 10 days
Julie Dixon 30/06/2015
4. On track
Diagnostic completed. D2A process now being shortened.
UHL-BW6 Increase the availability of blood results by the end of the ward round to reduce discharge
delays
Reduce number of patients with
length of stay greater than 10 days
Julie Dixon 30/06/20152. Significant delay –
unlikely to be
completed as planned
Budget issues.
UHL-BW7 Increase the proportion of nurse-delegated or therapy-delegated discharge at the weekend
to 50 % to reduce length of stay
Reduce Los by 10% Maria McAuley 30/06/20154. On track
Nurse delegated discharge pilot in progress on ward 37 with good
clinical engagement.
UHL-BW9 Review transport booking process to reduce discharge delays Reduce number of patients with
length of stay greater than 10 days
Increase in the proportion of
discharges between 8am and 12pm
Julie Dixon 30/06/2015
4. On track
Quick wins with transport process.
UHL-BW1 Every base ward to have 3 junior doctors per ward at 8am to facilitate one stop wards rounds
and early discharges
Increase in the proportion of
discharges between 8am and 12pm
Ian Lawrence 01/08/20154. On track
Shift in start times to achieve this.
UHL-BW10 Review nursing staff cover and processes to provide safe and efficient care Reduce number of patients with
length of stay greater than 10 days
Maria McAuley 30/06/20154. On track
UHL-ED3 Review ED process delays through monthly journey meetings to identify causal factors Patients with decision for onward
care within 120 minutes
95% patients seen within 4 hours
Julie Dixon 01/05/2015
6. Complete and regular
review
First journey meeting held on 21/05. Next one scheduled for 04/06.
In process of agreeing best framework for holding the sessions.
UHL-ED11 Co-design with ED staff a process for having (?hourly) Situational Awareness updates from all
ED areas to help with timely escalation
95% patients seen within 4 hours Ben Teasdale 28/05/20152. Significant delay –
unlikely to be
completed as planned
This was part launched on 23/05. Further work needs to be done to
embed new process. Meeting set up with A&E Trackers on 05/06.
UHL-ED1 Work with EMAS and CCGs to introduce CAD+ as the sole data set to monitor ambulance
handovers
Ambulance Handover - Hours Lost Rachel Williams 30/05/2015
4. On track
11/05:
Successfully trialled iPads and ordered those required
Identified A&E staff who would be holders of the iPads
Continuing with implementation
13/05:
Go live confirmed for 01 Jun as CoWs will be used whilst computers
on order. Staff training beginning 18/05. Connection fixed in Ops
Room.UHL-ED6 Eliminate IT delays between visibility of results in imaging and in ED to reduce delays in
decision making
Patients with decision for onward
care within 120 minutes
95% patients seen within 4 hours
John Clarke 30/05/2015
4. On track
Confirmed to IT that ED should be able to see unverified images.
Awaiting confirmation that this is now in place. Further work to be
done to understand the driver behind delays in seeing Reports. Also
running pilot with Imaging to look at benefit from an exclusive ED CT
scannerUHL-ED8 Analyse data to determine the optimal opening hours for ED Minors and develop action plan
if changes are required to improve patient flow
Patients with decision for onward
care within 120 minutes
Ben Teasdale 15/06/2015
4. On track
Initial analysis completed using the Simulation Tool. In process of
agreeing a small trial of different operating hours based on results
UHL-ED10 Map out EDU processes to understand areas of opportunity for improving flow through the
unit. Numbers through unit were an average of 820 per month (Mar 14 - Feb 15)
Patients with decision for onward
care within 120 minutes
95% patients seen within 4 hours
Mark Williams 30/06/2015
4. On track
Working on First Fits, Toxicology and Headache/Neurology pathways
Aim to present business case for additional pharmacy support mid
May
Need to confirm with CMG as to status of getting additional Monitors
Action
reference
number
Actions KPI trajectoryAction lead within the
organisation
Delivery date /
Next ReviewDelivery Status
Comments on delivery of the action, where closed what
follow up actions are required
UHL-ED12 Look at each stream within the ED separately to determine if their independent staffing
patterns can cope with 85 percentile of activity (including number of staff, skill mix and rotas)
to increase robustness of staffing cover
Patients with decision for onward
care within 120 minutes
95% patients seen within 4 hours
Ben Teasdale 30/06/2015
4. On track
Looked at raw data from 2012-2014 to define 85 per centile of
demand. Will now input into Simulation Tool
UHL-ED13 Work with EMAS and UCC to improve patient information (signage / meet & greet). Improve
time to pain relief.
Rachel Williams 30/06/20151. Not yet commenced
UHL-ED14 Analyse patterns and reasons for UCC late referrals to inform solutions Patients with decision for onward
care within 120 minutes
95% patients seen within 4 hours
Ben Teasdale 30/06/2015
4. On track
20/05 - Agreed at EQSG that will start taking any late referrals for
discussion at weekly meeting with UCC
UHL-ED4 Identify and plan next 5 priority areas based on learnings from Journey Meetings to reduce
delays in ED processes
Patients with decision for onward
care within 120 minutes
95% patients seen within 4 hours
Ben Teasdale 30/06/2015
1. Not yet commenced
UHL-ED5 Trial iPorter in ED with a view to permanent implementation to reduce portering delays Patients with decision for onward
care within 120 minutes
95% patients seen within 4 hours
Ben Teasdale 30/06/2015
4. On track
Trial finished for 8am - 8pm. Interserve working up options of how
this can be done on a permanent basis and extended to cover nights.
Data from the trial is being analysed to understand ED portering
demand profile
UHL-ED9 Investigate impact of inappropriate ED referrals by improving consistency of EDIS data
capture with a view to reducing inappropriate referrals
10% reduction in ED attendances Ben Teasdale 31/08/20151. Not yet commenced
UHL-ED2 Use insight gained from analysis of EMAS / ED Auditors data to further reduce handover
delays between EMAS and ED. Data from the Mar audit found average (max) handover times
of:
EMAS - 22 (59)
ED - 14 (49)
Ambulance Handover - Hours Lost Rachel Williams 15/09/2015
4. On track
13/05 - Assessment Bay Action Plan presented at EQSG
Assessment Bay auditors will begin monitoring compliance with the
SOP from 25/05
26/05 - Medical lead for Assessment Bay identified
UHL-ED7 Work with each area in the ED to reduce time from bed allocation to departure from
department
95% patients seen within 4 hours Ben Teasdale 30/09/2015
4. On track
Requested data on current performance - by ED area - against time
from allocation to departure
UHL-GGH5 Ensure there is PCC (primary care coordinator) support at Glenfield to match AMU at LRI CDU occupancy to remain below 35
at 95% of the time
Sam Leak 13/05/20154. On track
Awaiting discussion at UCB
UHL-GGH1 Review nursing rotas and working practices to ensure that patients are triaged within 15
minutes
95% of patients to be triaged within
15 minutes
Lisa Graham 03/06/2015
4. On track
Work in progress.
UHL-GGH2 Design a robust system to ensure that patients receive clinical assessment within 60 minutes 95% of patients to receive clinical
assessment within 60 minutes
Catherine Free 03/06/20154. On track
Options to be presented at EQSG around optimal staffing based on
modelling work
UHL-GGH3 Design a robust system to deliver cardiology consultant review within 14 hours to 95% of
patients
95% of patients to receive senior
(consultant) review within 14 hours
Jan Kovac 03/06/2015
2. Significant delay –
unlikely to be
completed as planned
Work commencing around job plans
UHL-GGH4 Design a robust system to deliver respiratory consultant review within 14 hours to 95% of
patients
95% of patients to receive senior
(consultant) review within 14 hours
Kim Ryanna 03/06/2015
4. On track
Work commencing around job plans
UHL-GGH10 Increase numbers of monitored cardiology beds in base wards CDU occupancy to remain below 35
at 95% of the time
Jan Kovac 30/06/2015 2. Significant delay –
unlikely to be
completed as planned
Need cardiology consultant engagement
UHL-GGH6 Improve computer access and reduce overcrowding in CDU to reduce delays 95% of patients to be assessed by
doctor within 60 minutes
Kim Ryanna 30/06/20154. On track
New equipment installation authorised and pending (included in
service improvement costs)
UHL-GGH8 Develop SLA with CSI to optimise therapy cover in CDU to reduce discharge delays CDU occupancy to remain below 35
at 95% of the time
Jodie Billings 30/06/20154. On track
Wider therapy recruitment issues to address
Action
reference
number
Actions KPI trajectoryAction lead within the
organisation
Delivery date /
Next ReviewDelivery Status
Comments on delivery of the action, where closed what
follow up actions are required
UHL-GGH9 Improve imaging access to match AMU /AFU to reduce discharge delays 90% of plain films to be turned
around in 30 minutes & 60 minutes
out-of-hours (Feasilbilty of 90% of
CT's to be scanned and reported in 1
hour TBC)
Dan Barnes/Cathy Lea 30/06/20152. Significant delay –
unlikely to be
completed as planned
Need clarity on CT utilisation going forwards
UHL-GGH7 Improve pharmacy support for CDU out-of-hours, to reduce discharge delays CDU occupancy to remain below 35
at 95% of the time
Bhavisha Pattani 01/07/20154. On track
Better out of hours cover and pharmacy packs being finalised
UHL-WHR3 Define on call competencies for Whole Hospital Response roles and self assess current state
to inform escalation training
95% patients seen within 4 hours Julie Dixon 19/06/2015
4. On track
Created draft list of competencies & working to refine plus create
training plan to support any identified gaps
Doing a read across with the competencies expected for Major
Incident management
UHL-WHR4 Hold escalation scenario training for X% (?80%) of relevant staff to reduce variability in
response
95% patients seen within 4 hours Julie Dixon 19/06/2015
4. On track
Confirmed date and initial invites sent
Agreed split between Escalation and Major Incident focus
Working to develop agenda & specific scenarios to be presented at
the event
UHL-WHR10 Create rapid bed turnaround (cleaning) team to reduce time from bed request to bed
allocation
Time from bed request to bed
allocation within 30 minutes
Julie Dixon 30/06/20154. On track
In process of designing team job spec to discuss with Interserve
UHL-WHR2 Complete "ED Road Tour" to improve links between specialties and ED and promote
understanding of 'Exit Block'
95% patients seen within 4 hours
Specialties responding to consult /
bed requests within 30 minutes
Julie Dixon 30/06/2015
1. Not yet commenced
UHL-WHR6 Design and implement a robust management framework for monitoring & addressing actions
taken when on escalation to ensure consistent, timely response
95% patients seen within 4 hours Julie Dixon 30/06/2015
4. On track
Proposal to pilot new Operational Meeting structure and link with
Trust wide work being led to introduce Safety Huddles across all
Wards
RM to speak with Heads of Ops about piloting
UHL-WHR8 Explore use of anaesthetists to support airways instead of ITU 95% patients seen within 4 hours
Specialties responding to consult /
bed requests within 30 minutes
TBC 30/06/2015
5. Complete
At the present moment, the pressure on ITU & Anaesthetics is such
that this is not a viable option. The ED propose that this action is now
replaced with the Trust exploring option of investing in ACPs
UHL-WHR9 Look into improving efficiency during handover times 95% patients seen within 4 hours
Specialties responding to consult /
Julie Dixon 30/06/20154. On track
UHL-WHR5 Work with specialties to update their whole hospital response and design role cards to
improve confidence / consistency in performing escalation protocols
95% patients seen within 4 hours Julie Dixon 31/07/2015
1. Not yet commenced
UHL-WHR1 Work with key specialties to improve the referral process when ED is an appropriate route
and reduce numbers of patients which are inappropriately sent via ED
95% patients seen within 4 hours
Specialties responding to consult /
Julie Dixon 01/08/20151. Not yet commenced
UHL-WHR7 Put in place new protocols to monitor adherence to outlier criteria to ensure that actions
taken during escalation do not compromise patient experience and lead to sustainable
performance the following day
95% patients seen within 4 hours Julie Dixon 30/08/2015
4. On track
Meeting in place with Heather Leathem to discuss how to take this
forward.
UHL-WHR11 Introduce iPorter across the Trust to reduce portering delays 95% patients seen within 4 hours Julie Dixon 01/09/2015
1. Not yet commenced
Will review post trial of iPorter in ED and the introduction of the new
version of iPorter in June/July which may be iPad compatible
Urgent Care Board - DashboardUpdated to Sunday 17/05/2015
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Information
New Metric added - Number of Re-Beds (Arriva Aborts) Latest Week meets the Target
GP OOH - Received up until 3rd May 2015 Latest Week is within 5% of the Target
Avoidable Emergency Admissions data will show sudden decrease due to the data provided. This normally corrects itself each week Latest Week is > 5% from the Target
30 Day and 90 Readmissions data will show sudden decrease due to the data provided. This normally corrects itself each week
3 New pages have been added: 111 and 999, AE Interface, and Additional Discharge - covering new Metrics. All Metrics are shown Weekly with the Year Running from 1st April
DischargeFlowInflow
GP OOH Activity ED: LRI AttendancesED: UCC
Attendances
UHL Emergency
Admissions
GP Referrals to Bed Bureau
that are Diverted to ED
% of UHL Emergency Admissions
that were Avoidable
111 Total Calls% of 111 Calls sent
to 999/ED
Total Calls
to EMAS
EMAS Disposition
- Non Conveyed
EMAS Ambulance
Handover: Hours Lost
LPT Delayed Transfer of Care -
Bed Days Lost
Community Beds
Open
LPT
Discharges
UHL Discharges
against Admissions
30 Day
Readmission
Rate
% of LPT Discharged to
Admitting Address
UHL Delayed Transfer of Care
- Bed Days Lost
% of LPT Delayed
Transfer of Care
% of UHL Delayed Transfer of
Care
% of UHL & UCC
Attendances seen
within 4 Hours
% of UHL ED with Decision about
Onward Care within 120 mins
% of UHL Ward Response
to ED/Bed Requests within 30
mins
% of UHL GP Referrals
Direct to AMU
UHL Discharges
% of UHL Discharged to
Admitting Address
UHL Empty Beds at
Start of Day on
AMU Ward
% of UHL wards Achieving Targeted
Weekly Discharges
Aged 75+ with Length of Stay
>10 Days at UHL
% of Discharges before
12pm at UHL
Urgent Care Board - Dashboard Created by GEM Leicestershire Spoke - Commissioning Intelligence - Page 1
Updated to Sunday 17/05/2015
INFLOW
111 Total Calls % of 111 Calls sent to 999/ED Total Calls to EMAS
Current Wk Current Wk Current Wk
3,484 9.9% 2,390
2015/16 AVG 2015/16 AVG 2015/16 AVG
3,755 9.1% 2,406
EMAS Disposition Non EMAS Ambulance Handover: Hours Lost GP OOH Activity
Urgent Care Board - Dashboard Created by GEM Leicestershire Spoke - Commissioning Intelligence - Page 2
Updated to Sunday 17/05/2015
FLOW
% of UHL and UCC Attendances seen within 4 Hours % of UHL ED with Decision about Onward Care within 120 mins % of UHL Ward Response to ED/Bed Requests within 30 mins
Current Wk Current Wk Current Wk
86.0% 31.5% 66.1%
2015/16 AVG 2015/16 AVG 2015/16 AVG
91.4% 32.7% 66.8%
% of UHL GP Referrals Direct to AMU UHL Empty Beds at Start of Day on AMU Ward % of UHL Wards Achieving Targeted Weekly Discharges [Target = 90%]
Current Wk Current Wk
40.9% 2.1
2015/16 AVG 2015/16 AVG
46.1% 5.2
Patients aged 75+ with Length of Stay >10 days at UHL % Discharges before 12pm at UHL
Current Wk Current Wk
1,392 11.2%
2015/16 AVG 2015/16 AVG
1,325 10.3%
All Metrics are shown Weekly with the Year Running from 1st April
